01.10.2010 35
www.LocalGov.co.uk
Recruitment & Retention
Whose job is
worklessness?
Welfare to work programmes remain frustratingly unsuccessful when it comes
to placing unemployed in suitable jobs. John McDonough says local
authorities, which often have to pick up the pieces anyway in terms of
problematic service users, need to be more involved
W
orklessness has been on the agenda for
some time and will be again with the
launch of The Work Programme, not to
mention any changes in policy and responsibility
post CSR in October. Employment and skills is
the number one priority for many aspiring LEP’s
(Local Enterprise Partnerships). For an industry
that has been going for nearly twenty years, it
could be argued it hasn’t really made that much
progress. The same issues keep arising, the same
frustrations with the system and successive initiatives which may have a limited benefit at best, but
by and large the problem is still there and being
passed around.
Local government has taken its share of attempts over the years and is often left “holding the
baby” with many workless being the highest and
most problematic service users and costing a significant amount of resource. Issues around children at risk, educational attainment, anti social behaviour, child poverty, lack of aspiration and so on
very often arise from worklessness. Programmes
have ranged from regeneration schemes under the
old SRB (Single Regeneration Budget), work placements, to a push for apprenticeships and placements under FJF (Future Jobs Fund). These are
not always met with massive enthusiasm and can
often miss the point.
The problem is the elephant in the room! The
uncomfortable truth, which is avoided by many in
this sector, is that 70-80% of people on employability schemes fail to gain sustainable employment. The tax take in the UK is now less than the
welfare bill. Whilst billions is spent in the welfare
to work industry every year, with a whole multitude of schemes, initiatives and incentives, we are
still left with a huge number of workless.
Many of these people are seen as damaged goods
and too risky. Anyone who has ever recruited staff
can tell you this. Walk into a room at the beginning
of an employability course and see how many you
would choose to interview. Very few if any is often the
case. A new suit, a pep talk and a standardised CV is
not going to make much difference. Their issues are
still there, along with employers’ reservations. And
often, nothing has been done about either. So then,
the employer is persuaded to hire and all too often,
Many employers are very
frustrated by the system
but in some instances,
especially with a high-level
of entry-level recruitment,
have to rely on it
it ends in tears. They’ll not do that again and why
should they? That is not to take away from the fantastic work, efforts and success of some.
Many employers are very frustrated by the system but in some instances, especially with a high
level of entry level recruitment, have to rely on it.
There is often talk of the revolving door and
managers and leaders who don’t do anything different. Content that they have allocated and spent
funding with little regard to how effective it is or
what return on investment they, their council, residents and economy are getting. Unfortunately, all
too many can point the finger at another organisation and blame them, DWP, CLG, RDA’s etc. Surely this cannot be acceptable any longer? It must be
imperative for councils to ensure that any money
spent in their borough yields maximum value.
We all realise that we will not get this money
again so surely it is incumbent upon us all to get
it right. If local government doesn’t then who will?
The DWP expect innovation from prime contractors who won’t do anything unless directed to by
DWP. The situation has become almost a Mexican
stand off! This presents a real chance for local government to raise its game, raise the bar and show
genuine leadership.
Localism needs real leadership and that needs
to start now. It is no longer good enough to rely on
other organisations who are playing the system. It
might be an idea to do something drastically different sooner rather than later.
So what’s the answer? Well, it’s complex but
must at least, in part, lie in an example of work we
did with Haringey recently.
We worked with their Families into Work programme, which aims to tackle fundamental issues including long term unemployment in one
of the most deprived wards of the country. Having worked with a group of residents we delivered
“The Life You Want”, a personal breakthrough,
motivation and employment programme.
The need to increase self confidence and self esteem is widely accepted but in many cases, not really possible without addressing some serious barriers and personal issues. All too often, the tools
and techniques required to do this are the preserve
of executives.
As part of the programme, participants developed a career goal and a plan as to how to achieve
it. Bespoke training was then designed and delivered with specific employers in mind. We have
found an increasing number of employers are
very keen to support this model as they understand and appreciate the work and preparation
that will have been done prior to interview and assessment. Whilst not fully complete, many of the
participants are now successfully in employment
which seemed unachievable for many prior to the
course. n
John McDonough is Founder and Director of Recro Consulting. Contact: 07837 663 969 or john.mcdonough@
recroconsulting.co.uk